So Cambridge rejected me. Quite rightly, although at the time I thought it was a little churlish. So, I had to do it without any university training. ... and I began to realize that there were probably a lot more of these things, and that if you find these things, you get a position in the ladder which you can’t get to unless you have either got an education or something else. So by finding important things, you immediately get into the game, which you’d been excluded from otherwise.

And some of the things that we saw in the ’80s, really, they were failures, because patients died. But they allowed us to diagnose the systems’ problems and say, “This is where we need a community health worker system. This is where we need to make sure patients have food support while they’re getting these medicines,” et cetera. So those are examples of tragedies that certainly lead to — not just personal epiphanies — but collective epiphanies, where you say, “You know what? We can do this better if we have the system fixed.”

It was like switching out the engines mid-flight. I remember the day we turned on this free service, had we probably gone on for about six more months, I think we might have died as a company. That was a defining moment and that was as late as 2013. I think every great company has at least three near-death experiences.

I wish I had learned more from failure than just mortification. I don’t think you learn much from success, and I don’t think you learn much from failure, unfortunately. It’s one of the sad things. You certainly learn that it’s more fun to have a hit than a flop.

Tear down walls of ignorance and narrow-mindedness, for nothing has to stay as it is.